market

[Andy Hallett]

Hence the question, are good people dropping their rates to meet the rate cards or are these clients getting the poorer candidates?

My experience tells me it generally is a mix of both.

Contracting is quite cyclical, rates creep up and up then get the uniform chop when the guys at the head of procurement deem that the contractor base will wear it.

[Andy Hallett]

I believe the OP would have more success trying to teach astro physics to amoebae.

Good agents are one in a hundred, most will scan your CV, see the "£10m" figure and think you are unsuitable for the role based on pounds and pence when the chances are most programme managers are not actually "real" programme managers but, they will get the nod as the title is on their CV.

I can see how is frustrating to senior project managers.

And this is my point...... To manage a project you have to understand and 'manage' your stakeholders. If you treat the agent as the first interview and get them to understand and buy in (however humiliating and frustrating), then you will get more success.

When people come to interview or talk about supplying us I always ask the receptionist how they were. I know I am going to get perfectly presented flannel from them, but understanding how they interact with someone who they wouldn't normally see as being influential tells me a lot about how they would be as an employee or supplier.

My old market was Wireless Telecomms. Wouldn't know an RNC if I tripped over one, but I put forward the candidates who took the time and trouble to explain it to me. If they could build a rapport with me asking stupid questions, they could do so easily with my clients.

If an agent doesn't get it - take the time and trouble to persuade them, it will pay back.

[Taita]

And this is my point...... To manage a project you have to understand and 'manage' your stakeholders. If you treat the agent as the first interview and get them to understand and buy in (however humiliating and frustrating), then you will get more success.

When people come to interview or talk about supplying us I always ask the receptionist how they were. I know I am going to get perfectly presented flannel from them, but understanding how they interact with someone who they wouldn't normally see as being influential tells me a lot about how they would be as an employee or supplier.



My old market was Wireless Telecomms. Wouldn't know an RNC if I tripped over one, but I put forward the candidates who took the time and trouble to explain it to me. If they could build a rapport with me asking stupid questions, they could do so easily with my clients.

If an agent doesn't get it - take the time and trouble to persuade them, it will pay back.

Well said. However, it is sometimes very difficult to have a sensible conversation with a jack-the-lad, jill-the-lass newbie agent as so many of them seem to be these days.

I don't expect them to fully understand my field but I think they could take the trouble to listen to a brief description of what I do and how I would fit/not fit their client's needs.

Granted many contractors are flash knowitalls but there are just as many idiotic agents out there. It does not help when the entire resourcing/procurement process is run by buyers rather than proper technical line managers. Not only do they rely too heavily on generic job descriptions, they are also short of the limited understanding needed to match a cv to a job AND too proud to seek/take explanation or advice.

[GB9]

And this is my point...... To manage a project you have to understand and 'manage' your stakeholders. If you treat the agent as the first interview and get them to understand and buy in (however humiliating and frustrating), then you will get more success.

Which brings me back to the agent I spoke to this morning. He seemed a decent bloke and understood what I had done. Was keen to put me forward without even talking through my CV. The downside was the rate card. He has put me forward at my requested rate but i'm not optimistic.

The other problem is getting that first conversation with the agent. I generally don't apply for jobs I don't think I could do, and whilst I appreciate there are likely to be other candidates at least equally suitable, it is frustrating not to get a call just because I haven't changed the job titles on my CV i.e. lied

[quackhandle]

With experience I have found speaking to the MD/owner of the smaller pimp agencies can pay better dividends as you can get a better understanding of what each party is trying to achieve, ie - we all want to leave the party with a balloon.

Sometimes you can push the rate a bit more as well. Downside is that this takes time to build this relationship.

qh

[Andy Hallett]

market

Thought this might be of interest, some of our views on the market contained here.

http://online.hemscottir.com/servlet...client_id=5107

[BolshieBastard]

Thought this might be of interest, some of our views on the market contained here.

SThree plc - Interim Management Statement

So S3 are showing a 6% increase on contractor gross profit for Q1 of 2013 compared to 2012 Q1?

So, S3 must have cut the rate to the end contractor in the same period by roughly 6% to get that increased profit.

Nice to know once again its the contractor being squeezed until the pips squeak.

[Andy Hallett]

So, S3 must have cut the rate to the end contractor in the same period by roughly 6% to get that increased profit.

There are a number of factors that can go into an increased GP:

More contracts
Higher charge rates to clients
Lower pay rates to contractors

If you read through to the bottom you will see that our contractors are up YoY

[quackhandle]

There are a number of factors that can go into an increased GP:

More contracts
Higher charge rates to clients
Lower pay rates to contractors

If you read through to the bottom you will see that our contractors are up YoY

I'm guessing this one.

qh

[Andy Hallett]

Re: market

I'm guessing this one.

qh

I am guessing you didn't read all the figures and applied a simple prejudice.

The answers are there.